How can you agree on a price in a market where it’s almost impossible to agree on a price? Part 2.

Last featured article we covered a range of different approaches to designing a handover method in order to aid negotiations using terms of sale. If you missed that article click here for Part 1. This week we’ll be looking at some of the more complicated ways of pushing business sales through. A word of caution though; these next options if mismanaged, can be riskier to the seller, though as with last week’s article, if a price cannot be agreed upon they should be worth considering if the alternative is losing the sale.

2. Vendor Finance

It’s almost common knowledge now that bank finance for businesses is becoming increasingly difficult to obtain. The result of this is that many business sales that should have gone through are now failing because the buyer cannot fund the purchase. One possible solution for this is vendor finance whereby the business seller can provide finance to the buyer with a repayment plan. Usually this is no more than 30% of the business price. Though the seller will often remain a part owner of the business, they generally will not be participating in the profits.

The big advantage of this approach is that it removes the financial hurdle for prospective business buyers. By taking it out of the equation, the seller effectively widen their pool of buyers considerably by making it easier to buy. In a have now, pay later society it sets you apart from the rest. The downside is that it is riskier to the seller, can take a long time finalise, and if the contracts aren’t prepared properly can leave either party open to legal issues. Because of this the seller will charge an interest rate of 2% higher than the current commercial interest and wherever possible, the lent money should ideally be floated against the equipment value in the event that the business takes a downturn.

This solution can be used for businesses of any size, though it should only be considered when absolutely necessary. If you’ve found yourself in a position where vendor finance might have to be used it is absolutely vital that both buyers and sellers have their solicitors construct an airtight contract.

3. Earn-outs

Earn-outs are generally reserved for businesses of bigger consideration. Though earn-outs have their similarities to vendor finance they are not necessarily designed to circumvent the issues with raising finance. More so, they are designed with two things in mind.

a)    To reduce the risk to the purchaser by redistributing it both purchaser and seller

b)   To allow the vendor to maximise the business sales price by carrying some of the risk themselves

So how does it work? In instances where there is high uncertainty regarding the businesses future performance, business owner and buyer agree upon a discounted sales price under the proviso that the amount discounted be settled when certain conditions are met. These conditions are usually related to contracts or profits. Under these circumstances a risky element to the business that would have otherwise lost the sale or resulted in a substantial drop in asking price can now be used as a bargaining chip.

For example, a business makes a $200,000 profit from a yearly contract but this contract is never assured. A buyer perceives this risk and asks for an equal reduction in the asking price. The owner knows that this contract will be renewed, refuses to drop the price and we have a stalemate. Generally, when a business is sold, all risks associated with the business are sold along with it. An earn-out dictates that the seller maintains some degree of risk after the sale. So in this instance the seller could agree to a $100,000 reduction in the asking price on the provision that when the contract is renewed the remaining $100,000 be paid out by the buyer. So rather than force the buyer to swallow a $200,000 risk, both parties now share the risk equally.

This example is just one of many ways that a business earn-out can be structured, meaning that it can cater to a businesses individual needs and situation. The downside to an earn-out is that though the seller does not retain a share in the businesses, they are inevitably tied to the success or non-success of the business. The situation proposed by an earn-out is also ripe for breeding distrust and can often result in relations going sour between buyer and seller. As with vendor finance it is absolutely essential that both parties involved have their solicitors design an airtight contract with all bases and outcomes covered. Earn-outs are complicated and time consuming, but if managed correctly can allow the buyer to alleviate risk, and the seller to maximise the selling value over an extended period of time.

As we covered at the beginning, not all of these approaches may be applicable to your business. For the most part, a well-designed handover could be all that you need to get your business over the line and in many cases, the difficulties involved in a vendor finance or earn-out situation make them more trouble than they are worth. In today’s climate however as the distance between the seller’s lowest price and the buyer’s top price becomes harder to reconcile they are more frequently being utilised as solutions to otherwise unsolvable problems.

The main thing that should be taken from all of these solutions is that there is always a way to get a business across the line. Negotiations should therefore be approached with a problem-solving and positive attitude. It’s a little extra time at the end, but in the scheme of things, if having the business change hands for the best price possible is the goal, it will definitely be worth it.

- By Zoran Sarabaca
Principal Xcllusive Business Sales
Sell your business with Certainty


Disclaimer: All information in this article is for information purposes only. It should not be taken as financial, legal or any other advice. Individual circumstances of businesses and business owners may vary and have not been taken into consideration in this article. Always seek independent legal and financial advice for any matters regarding business sales.

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How can you agree on a price in a market where it’s almost impossible to agree on a price? Part 1.

In reality, business buyers and business sellers want the same thing; the best price possible. Unfortunately, in times of economic uncertainty the distance between their two desired prices becomes increasingly difficult to reconcile. This feature article as well as the next one will be discussing methods through which a seller and buyer can agree on price.

A business buyer wants a price that both adequately justifies the risks involved in a business sale, and a price that outweighs the returns of an alternative purchase elsewhere. A business seller needs a price that both satisfies their reasons for selling, and outweighs the alternative of continued ownership.

The seller’s criteria can’t change, nor can the buyer’s alternative purchases. Of all of these criteria, the only one that can be changed is the risk, and if the risk is lowered, the buyer can justify a higher price. Unfortunately, by the time most sellers and buyers come to this realisation, it’s far too late to reduce risk by conventional means. If you’ve found yourself in this position start taking notes, because it’s looking more and more like this decade will require a little more ingenuity, creativity and teamwork to get your business sale across the line.

Not all of these approaches will be applicable or even appropriate for all business sales, but the point is to think outside the box when caught in a stalemate over price. Most sellers would certainly prefer the idea of making a clean break from their business, but signing up for a little extra work after the sale can prove to be an extremely effective tool during negotiations.

Part 1. Design an effective handover period.

This approach costs you nothing but time and can be an extremely effective tool in alleviating the perception of risk. A good handover period can involve any of the following:

a)    Trial period. A trial period is a pre-sale arrangement whereby the potential buyer is allowed to spend a period of time working in the business in order to both verify the cash flow and to learn the ropes on the job. This proves particularly effective for situations where the buyer is sceptical about the business’s week-to-week success, or in situations where the buyer is uncertain about what might be involved for them as a new owner. A trial period is not necessarily designed to teach them how to do the job, but to show them that they can. Remember, a trial period’s primary purpose is to help a buyer make the decision to buy.

b)   On-site Training. Training generally takes place after the exchange of agreements and can be a useful tool in alleviating risk. Generally, a training period will last between two and four weeks though it can be considerably longer depending on the size and complexity of the business. The vendor will stay, working in the business, gradually taking steps to phase themselves out, and install the new owner. The reason for this is that if the buyer is made certain that once they take over the business they will able to continue to run it effectively their perceived risk will be reduced, and all it costs the seller is time.

c)    Introduction to Clients and Suppliers. This should take place after the sale and during the training period. By offering introductions, the buyer can be assured that all of the relevant clients and suppliers will continue to deal with them to the same degree as with the current owner.

d)   Ongoing Phone Assistance. Phone assistance subsequent to the sale and training period is another useful tool. Even with training offered, a cautious buyer will be concerned with the ‘what if’s’ that mightn’t be covered during the training period. This of course doesn’t cover future business issues, but situational solutions. For example, a database needs updating and it would make sense to use a developer familiar with the system. They could simply call you and get the name of the developer who set up the system in the first place.

e)    Non-Competing agreement. To remove the concerns of the buyer, a clause should be written into the contract for the sale of the business that the seller will agree to not compete with the buyer for a period of usually five years. Though this is very commonplace these days, it’s still worth mentioning.

This entire approach is becoming more common than uncommon with business sales today. Most businesses you see on the market will have elements of this style of handover period included or on offer with the sale.To reiterate, the advantage of a good handover period is that though it costs sellers nothing but time, it is one of their most useful tools for alleviating the concerns of a buyer. A good handover period could make the difference between your business selling and not selling.

Keep an eye out for Part 2. Vendor Finance & Earn-Outs.

 - By Zoran Sarabaca
Principal Xcllusive Business Sales
Sell your business with Certainty


Disclaimer: All information in this article is for information purposes only. It should not be taken as financial, legal or any other advice. Individual circumstances of businesses and business owners may vary and have not been taken into consideration in this article. Always seek independent legal and financial advice for any matters regarding business sales.

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Pricing Your Business: Why leaving room for negotiation can leave you out of pocket

As a broker I deal with this issue every day. I’ve seen it with every business type and size, so when I say this, you can know that I’m speaking only from experience: If you don’t price your business correctly it won’t sell.

Allow me to illustrate. You’re selling your business. Broker A performs a thorough valuation and values your business at $315,000. Broker B doesn’t perform a valuation and tells you they can sell it for $430,000. You look at these figures, and you remember all the hard work, money, time and effort you’ve put in and you think to yourself, “The buyers will probably talk me down anyway, but maybe there’s someone out there who’s willing to pay it.” You begin advertising your business at $430,000.

Meet Jim. Jim is looking for a business type just like your own around $300,000. Jim is the person who will buy your business; you will not find a more appropriate buyer. The problem is, that Jim never enquires about your business because it’s priced well out of his price range.

Meet Mark. Mark is looking for a business type just like your own around $400,000. Mark immediately enquires about your business because it’s priced exactly within his price range but straight away sees that it is over priced. He does not enquire further because a) he is not looking for a $315,000 business and b) because he is not comfortable making an offer so far below the asking price. Mark is not at all suited to buying your business, but he, and others like him, are the only people who will enquire because they are the only people that your price is advertising to.

After about four months you decide to drop the price to its valued price of $315,000 in the hopes to attract Jim again. Will it work? Unfortunately not. If Jim hasn’t already bought another business, he’ll have just seen the business drop in value by nearly 30% of its originally advertised price and he no longer sees it as a safe purchase.

After about six months, every applicable buyer, including Jim, will have seen your business advertised at least once, and will no longer be interested. The business is now suffering from what is called ‘the stale business effect’. So you do what most sellers in your position do; drop the price again to regain interest from the buyer pool.
Does this work? Yes, Jim finally enquires, but not about your $315,000 business, a price which he would have happily paid six months ago. Jim enquires about your $280,000 business that has dropped in value twice; a business that he knows you are desperate to sell. Thanks to the six months on the market, he can safely assume that there are no other interested buyers and as a result, can continue to push you down on the price without any sense of personal urgency.

Business sales is an industry in which one in three good businesses sell. So what puts that ‘one’ ahead of the other two? The price.

Anything can sell if it’s at the right price, and you have to remember that as a business seller, your business is worth more to you than anyone else. You have put in all the hard work, money, time and effort. So when someone tells you they can sell your business for 30% more than it was valued, your instinct will be to choose that price.

When it comes to price, logic must always take the place of instinct. So how can you avoid this outcome? Ask yourself, ‘would you pay the price that you are asking for your business?’. Knowing all that you do, if the answer is no, then you can’t expect someone else to.

If you would like to talk to us about valuing or selling your business don’t hesitate to call us on (02) 9817 3331.

- By Zoran Sarabaca

DISCLAIMER: The information contained in this blog is for information purposes only. It is not meant to be considered as business advice. The points of view expressed represent reactions to the current business market and it should be noted that the market may be subject to change in the future. Reader’s specific circumstances may be different and have not been taken into consideration. Always consult with your professional advisors for any business advice.

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The Top 5 Tips to Boost Your Success in Obtaining A Business Loan

Survey Results Part 1: The results are in and it seems that though your average buyer is confident that they will find the business for them, they’re unsure of how they’ll pay for it.

To take part in the survey click here.

When asked about the ease of funding a new business purchase, most prospective business owners responded negatively and it seems that their concerns are not without warrant. In September of this year The Australian reported that business lending in Australia had fallen from $739.9bn in July 2009 to $683.7bn in July 20101. Regardless of the reason, the fact remains that there are countless business buyers out there who are unable to obtain funding. Obviously having a good source of collateral is one of the main elements, but beyond that what else can you as a business buyer do to increase your chances of achieving a successful loan application?

1. Prepare Your Documentation

Prepare yourself as if you are going for a job interview. If you show up unorganised, your loan manager could perceive you as being a high-risk proposition. By the time you sit down in front of your loan manager you should already have the Profit and Loss statements ready (last three years preferable), a completed loan application, a cover letter, and if applicable a business plan. You would be surprised to what degree presentation matters so it may also be worth bringing promotional materials along also such as articles and brochures.

2. Prepare Yourself

You could have all the paperwork prepared, but if you aren’t ready to answer some questions, then your loan manager could perceive that you aren’t ready to borrow some money. Make sure you know as much about the business and your intentions as possible, and rehearse answering the following questions-

  • How much money do you need to borrow?
  • How long will you need to repay it?
  • Do you have a plan in you can’t procure the loan?

Know the answers to these questions before you sit down, and answer them with as much confidence as you can muster.

3. Prepare Your Wardrobe

It’s been said before, but presentation matters. Dress like you’re about to borrow and spend a lot of money.

4. Prepare the Truth

Show a loan manager a perfect business and they’ll show you the door. No business is without risk and if you don’t present these risks and how you intend to address them, the loan manager may rightly assume that you haven’t thought about it. Imagine you’re completing due diligence. As a buyer you dig as deep as you can to uncover any discrepancies with the business, because the potential investment represents your future lively hood. For a loan manager, you are the investment, and of all the risks they could take, perhaps the biggest one, is not knowing the risks.

5. Prepare For Failure

Just because one bank knocks you back, doesn’t mean that another will. Your first business loan will most likely be the most difficult to procure because, having never borrowed this much money before, the banks can perceive you as being a higher risk (which is bad). Use the knock backs to practice and hone your presentation. Focus your efforts on banks that support business types like your own. For example, if you’re buying a SME, research banks that fund SME’s. Keep trying until you succeed, but it’s always important to have a back up plan in place if all else fails.

As a borrower, it’s important to keep in mind that banks make money off loans. They DO want to give them, but only so long as they can trust the borrower. Times are tough at the moment, which does make it harder, but it doesn’t mean you can’t get ahead of the pack. If you are prepared, confident and present well you can greatly increase your chances of obtaining funding. Good Luck!

By Zoran Sarabaca

1Glenda Korporaal, “Banks have been focusing on lending for houses at the expense of business”, The Australian, (http://www.theaustralian.com.au/business/opinion/banks-have-been-focusing-on-lending-for-housing-at-the-expense-of-business/story-e6frg9if-1225928591880), September 24, 2010

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SELLERS BEWARE: Dispelling the top 5 Myths of Business Sales.


Most business owners that decide to sell have never sold a business in the past. This sale is arguably the most important of your career, and what follows, are the top five exit strategy mistakes as observed by Xcllusive Business Brokers.   

Myth #1: “Find the price you’re happy with, then double it to leave room for negotiation”

This myth is responsible for countless businesses selling for well below their value or worse- not selling at all. What may seem like a very clever negotiation technique in actuality becomes a very effective method of pricing oneself out of the market. Consider this example- Your business has been valued at $500,000. You place it on the market at $1,000,000. What happens next?

Firstly, the buyers who are looking at businesses that are worth $500,000 won’t be looking at your business because it’s well above their price range. Secondly, the buyers who are looking for businesses worth $1,000,000 WILL look at your business, but will quickly see that it is horrendously overpriced, and move onto another business. Thirdly, after a period of usually about six months, you will slowly be forced to drop your business back down to its original valuation of $500,000 which is what you should have received in the first place. By this stage, the buyers will have seen your business HALVE IN VALUE whilst on the market, and will justifiably think that there is something wrong. Finally, you will be forced to sell the business for something between $300-$400k; a great deal less than it is actually worth, because the buyers confidence in your businesses apparent plummeting value doesn’t allow for much more. In the end, it’s a choice between selling it quickly for what it’s worth, and selling it for considerably less than it’s worth after close to nine months on the market. This scenario makes it sound like we’re just trying to scare you, but we see it time and time again.

Myth #2: “Businesses constantly sell for many times their real value- well over the price that the owner was willing to accept”

This one stems from the human tendency to buy on emotion rather than logic. Yes it’s true that occasionally we will indulge and look at that article of clothing that’s a little above our budget. The same is true for cars, TV’s, furniture, even houses, BUT, the likely-hood of somebody indulging on what is a fairly substantial investment- like a business, is slim to none. When buying a business people will always carefully examine, evaluate and compare every tiny facet of their potential investment. For the most part, they wont even make a purchasing decision without acquiring external advice. They, their solicitors and their accountants will be far too busy gauging the business risks and benefits to even think about making an emotional purchase. The potential for big losses and the extended timeframe of the buying process means that an emotional purchase is highly unlikely.

Myth #3: “Keep problems with the business to yourself, the buyers probably won’t find out.”

This myth is dangerous for two reasons. Firstly, if you don’t disclose the problems from the very beginning, it is almost guaranteed that as the buyer delves deeper into the buying process, and follows through with due diligence, any issues will be discovered. From here, one of two things can happen- either the potential buyer is lost completely, or you will be drawn back to the negotiating table to substantially discount the final figure.

The second reason could be even more damaging. If the buyer doesn’t discover the issue during the business investigation process, and suffers a loss due to an undisclosed issue, the business seller could be liable. It’s important to remember that the legal consequences and financial losses at this point are often substantial.

In the end, disclosing all issues and future known business difficulties will increase your credibility as a seller and aid you considerably during negotiations.

Myth #4: “I don’t need to prepare anything, if buyers like my business, they’ll buy it”

At Xcllusive, we ran a survey of businesses on offer on the market and found that, amazingly only two out of ten businesses had some sort of sales information prepared for potential purchasers.

On the other side of that, when asked, buyers expressed that their number one complaint was that they were not able to get enough information from sellers. What buyers want, is an in depth understanding of the business so as to instantly assess their level of interest in the business on offer. Without such available information many are not prepared to make any purchasing decisions. In fact, many buyers have had the experience of finding a business that they wanted, but not proceeding with the sale because the seller made it difficult to acquire all the information needed to asses the opportunity.

Myth #5: “Buyers wont get access to any documents, and be given only limited information until they’ve paid a non-refundable deposit.”

This common mistake stems from the genuine fear that the confidential information will leak out, and as a consequence they could loose customers, employees, or the business altogether. Though it is important to be careful regarding to whom you disclose information and how you go about it in order to protect your asset, the fact is that people need to understand your business in order to pay money for it. It’s unrealistic to expect people to pay a non-refundable deposit prior to receiving any important information. When it comes down to it- would you?

To summarise- if you wish to be successful in selling your business-

•    Ignore the misconceptions and hearsay you may hear from acquaintances.
•    Get good advice from professionals.
•    Prepare yourself and your business.
•    Price your business realistically.
•    Be prepared to reveal some business secrets to potential buyers.

And most importantly, employ a good team to help you throughout the process.

By Zoran Sarabaca
Principal Xcllusive Business Brokers Sydney
Sell your business with Certainty

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What’s your business worth in the current economic climate

In spite of reports that consumer spending is buoyant, governments around the world, at their highest levels, are not prepared to forecast a date for full recovery from the current Global Financial Crisis.  So, how is ‘near recession’ impacting on the worth of your business?

The economic situation has killed the market, When the bottom fell out of the US stock market in August, 2008, the global shockwave brought everything to a shuddering halt. When we tracked inquiries from buyers in our office we found that inquiries dropped 80 per cent last year.

This is good news for businesses surviving the current economic downtown. Businesses experiencing steady or increased profit margins could be worth even more than they were before the financial crisis.

It is true that the Global Financial Crisis (GFC) knocked the stuffing out of the share market when it hit in 2008. and it is true that there is no leading economist prepared to forecast an end to the current ‘near recession’. It is also true that the value of most business has declined. however, good businesses could still hold their price.

For businesses deciding to sell, the good news is that financial uncertainty always breeds investors and potential business owners who see tough times as a chance to get a good deal. And if your business is surviving these tough times, the news gets better.

As long as it is not going down and makes a sustaining income, the business is valuable and buyers will always have you on their radar. Purchasing any business during a financial slowdown is often motivated by the desire to realise a good profit when times get better. The downside is that when selling now you will have to be even more realistic about your price. This does not mean giving away your business to bargain hunters. It means truly satisfying yourself that you are getting what it’s worth.

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You will close the deal if you let the buyer see everything

Playing your cards close to your chest may be the way to go in business, but not if you are trying to sell it for the best price.

So you have a potential buyer for your business. Congratulations! Marketing or advertising your business has paid off…so far.

Only when a prospect is sure that your business is going to go on making money into the future will you be able to close the deal. So the mantra is: “Don’t look as if you are holding back. Give them everything.”

Getting people to look at the sale of your business more closely is admirable, but getting the deal across the line is a whole other ball game. It usually means full access to all paperwork. Be prepared to go into everything, so the purchaser of your business can see where the good supersedes the difficulty.

Transparency

Your business operations must be transparent. If it’s all too much homework, raises too many questions or just looks too har, the chances are you may lose your buyer.

If they don’t understand your business quickly they will lose confidence.

You can give a buyer “everything” without having to give away your best trade secrets if you focus on what’s in it for them. Brush up your track record. Lay out your business potential. Reveal hidden strategies and point out where further savings can be made.

Zoran Sarabaca

Principal

Xcllusive

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Cheap Coffee is Hurting Business Value

Today’s Coffee shops and restaurants are more popular and busier than ever. To see evidence of this just walk down any of the popular eating places in Sydney’s Inner west, Eastern Suburbs or any other popular eating area in Sydney and you will hardly be able to find a place without reservations. 

Both supply and demand for these types of businesses are high yet the prices they sell for are very disappointing for the owners that have put in many hard working years of their life building them. 

So why is this the case?  Because, the price of coffee and restaurant food hasn’t followed the inflation rate, increase in rents and labour cost. 

Over the last decade the rise in commercial property value has pushed commercial rents up, especially retail rents, not only in the shopping centres but also on the street. The increase in rents together with increase in labour cost has made margins for the small retailer much lower than a decade ago. 

Nowhere is this squeeze more obvious than in the family owned restaurants and coffee shops. Goodwill of these businesses is tightly connected to the location, which makes rent negotiation very hard for the tenant when the lease comes up for review. They are also highly labour intensive. 

The logical step to combat shrinking margins would be to increase the prices to compensate for the increasing costs. However, because of the personal connection felt between the business owner and their customers and the unfounded fear of losing them to the competition if the price of coffee is lifted by a few cents has made many owners absorb this cost over the years. 

To compensate, operators are working longer hours and increasing services that they are offering. Restaurants and coffee shops that in the past have never offered takeaway food or space for functions are doing so now. Establishments that have been operating with one or two days off during the week are now open seven days. Yet you still in Sydney can find coffee for the same price that you could ten years ago. So when the owner decides to sell their business, they receive a rude shock when they realise that their business is worth less than what it did when they bought it 10 years ago.

A decade ago they were working normal hours and making good money. Today they are burned out by the hard work and long hours and still making the same amount of money, except that the average wage is much higher today than what it was when they started so their good earnings then are not so good now. This directly affects the business sale price and pushes it downwards. 

So in order to achieve a good price for your food business, good margins must exist. Good margins will ensure that the owners work reasonable hours and achieve good financial reward for the hard work they put into running their business. It is inevitable that the price of food and coffee in restaurants and coffee lounges have to go up. Even if this may prompt the Australian Reserve Bank Chairman to raises the interest rates again to stop inflation from getting out of control.

Zoran Sarabaca

Principal

Xcllusive

Sydney Business Brokers

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Buying a Business – Fear and Desire

The business-buying-decision is heavily biased towards perception of risk as well as understanding the benefits of a business. This means that you must help buyers understand the real risks in your business – you must try to minimise their fear of the unknown. The more they understand the real business risks the easier it is for them to appreciate the benefits. 

The benefits for buyers are not only financial. Benefits may include personal success, independence, or self-fulfillment. They are looking for a particular type and size of business that fits their needs, skills and experience as well as their future plans. 

A buyer will be concerned about a range of issues. They may be concerned that goodwill and intellectual property are linked to the owner and won’t transfer after a sale – or perhaps the business has a bad reputation in the market. The buyer may perceive the cost of acquiring goodwill as too high. 

Then there are human resources issues: what if there is a large turnover in staff after the sale; what if the managers leave; what are the staff’s long service leave, superannuation and workers compensation liabilities. 

Xcllusive uses a model to explain how the two opposing thoughts compete. The overemphasis on risk due to the fear of the unknown creates mistrust. The feelings of mistrust dominate the buyers understanding of the business and their desire to achieve its benefits.

Over the sale period we seek to reduce the buyers’ mistrust and increase their understanding of the benefits. This should help them to make a balanced decision to buy your business.

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What is Due Diligence?

In contents of the business transaction, Due Diligence (DD) is a term used for an investigation or audit of a potential business that a purchaser is looking to invest in. 

Due diligence serves to confirm to a purchaser all material facts in regards to a business. Due Diligence is always done before entering in the agreement for the purchase of the business. Its purpose is to prevent unnecessary harm to all parties involved in the transaction, especially the purchaser. 

The facts verified during DD process will vary for different types of businesses. The most common areas of concern are financial, legal and compliance. It is common to use specialist outside adviser for each of specific areas of due diligence.

The cost and timing of DD will depend on the complexity and size of the business being investigated. If any anomalies or undisclosed facts are discovered through the DD process, the purchaser will ether attempt to re-negotiate the price or decide not to proceed with the business purchase.

Zoran Sarabaca

Principal

Xcllusive

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